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CTO's Role

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  1. Learn CTO's Role with the Practica AI Coach

    The Practica AI Coach helps you improve in CTO's Role by using your current work challenges as opportunities to improve. The AI Coach will ask you questions, instruct you on concepts and tactics, and give you feedback as you make progress.

  2. Intro to the Role of a CTO

    The CTO is a crucial executive who oversees the technology strategy and implementation of a company. They must balance technical expertise with business acumen to drive innovation and growth.
    • Two Sigma logo
      On the role of CTO

      Camille Fournier, Managing Director, Two Sigma

      Camille discusses the diversity of CTO types and asserts that the CTO should be "the strategic technical executive the company needs in its current stage of evolution." She emphasizes the importance for a CTO to understand the business and have management oversight. She covers: • First, let's start by talking about what a CTO is not. • So, what does a CTO actually DO?

  3. Role of a CTO vs VP Engineering

    The role of a CTO and VP of Engineering can overlap, but they have distinct responsibilities. The CTO focuses on the overall technology strategy and innovation, while the VP of Engineering manages the day-to-day development and delivery of products. Clear communication and collaboration between the two roles are crucial for success.

  4. CTO's Role at Early Startups

    At early startups, the CTO is often a hands-on leader who must build the technology stack from scratch while also managing a team. They must be adaptable and willing to take risks to help the company grow.

  5. CTO's Role at Mid-Size Startups

    As startups grow, the CTO's role shifts to more strategic planning and managing a larger team. They must ensure that the technology aligns with the company's goals and can scale effectively.
    • Gusto logo
      How my role as CTO has changed as we've grown to 100 engineers

      Edward Kim, Co-founder and Head of Engineering, Gusto

      Edward narrates his full journey from technical co-founder to heading up a 100-engineer organization. Between 10 and 50 engineers he gave up hands-on coding, and between 50 and 100 engineers he learned to operate on much longer time horizons.